2 starting situation Starting with small spatial extent Single event Multiple events Multiple effects to citizens Loss of water, power, heat Possible by strong linkage of utility infrastructures It is not a disaster in any case it is crisis situation But what does this mean to the citizens and especially to the utility providers? Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

3 starting situation New threats to and higher complexity of critical infrastructures Privatization/Unbundling of infrastructure networks Federalism, principle of subsidiarity no centralised disaster management agency Not one crisis unit but several ones will have to cooperate no routine in handling disasters Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

4 objectives BMBF-Program: Research for civil safety Part: Protection against failure of supply infrastructures Approach: facing the cascading problem from two opposed sides forcing a common understanding by developing a joint model for all utilities of urban space Surveys and interviews in order to identify the communication structures and the interdependencies between utility systems Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

5 Background There are linkages between networks- we know that very well already. The first task was to clarify: Is this linkage actually high enough to pose a problem to crisis management? Are there cascading effects? Does a disruption in one infrastructure actually affect the neighbouring networks? Typical example: Electricity. Someone cuts off a power line and 6 hours later the power supply of Berlin fails. That effect would be very difficult to handle as in Berlin drinking water has to be pumped. Therefore the availability of electricity is essential to us. So firstly these linkages were to be made visible. Jens Feddern, chief engineer and head of crisis management team of Berliner Wasserbetriebe Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

6 System analysis How do cascading effects technically evolve? Where are interdependencies and therefore potential for mutual disruption? How does interorganisational communication contribute to the coping or escalating of intersectoral cascades? What information has to be passed on from whom to whom in order to keep the overall system running? What makes a disruption difficult to handle? What cases have taken place in the past? How did they evolve and how were they managed? Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

10 Cascading effects: Challenges to crisis managers Spatial cascade Time cascade Escalating cascade Cascade because of suboptimal resource allocation Cascade because of overview loss Most problems not due to a lack of knowledge but because of the false assumption to understand the other systems or its specialised language Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

11 From observation and analysis to data model UtilityADE 1. Identification of network objects 2. reduction onto essential / similar functional objects 3. Comparison with other existing models 4. Development of a model based on CityGML 5. Derivation of an ESRI database model

16 Conclusions and recommendations Analysis of critical infrastructures requires a common representation of involved utility networks 3D-topographic modeling 3D-topological and functional modeling different hierarchies required feature hierarchy; Network hierarchy; Multi-utility structure representation of interdependencies links different networks to each other integration of networks into 3D city model (CityGML UtilityNetwork ADE) Any technical tool can only be beneficial when it is integrated into a social/organisational context Learn and teach about mutual interdependencies and neighbouring networks Establish reporting channels (early notification) Develop a common language (criticality, relevance of information to others) Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

18 Background Spatial region Head Responsible authority senate departments districts Fire department police Berlin s definition of disaster: Disasters are major loss events leading to a present danger to the life or health of a large number of people, for the environment or for any other important legal interests and cannot be managed adequately by the respective authorities not by their own efforts and resources. They differ from other damaging events by the extent of their impact. Loss events that exceed the threshold of disaster, have not occurred in Berlin but can not be excluded. (http://www.berlin.de/sen/inneres/katastrophenschutz/gefahrenabwehr/katastrophen/index.html#behoerden) Everything smaller than that - is not a disaster!! Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

19 Common understanding of disaster Disaster synonyms used by practitioners and experts have included calamity and catastrophe. Similar words are emergency and crises A disaster is a sudden, calamitous event that causes serious disruption of the functioning of a community or a society causing widespread human, material, economic and/or environmental losses which exceed the ability of the affected community or society to cope using its own level of resources. UN/ISDR (United Nations International Strategy for Disaster Reduction An unforeseen and often sudden event that causes great damage, destruction and human suffering. Though often caused by nature, disasters can have human origins. (EM-DAT, International Emergency Disasters Data Base) Even thought there is not a common worldwide definition of disaster, there are some characteristics common to most definitions: Sudden, abrupt or unpredictable?? Causing human, material, economic or environmental losses Exceeding the ability of the affected community to cope with them (Acc. To Agricultural insurance schemes, chapter 5, Becker T., Bartels, M., - Cascading effects and interorganisational crisis management

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